Six sigma ajal
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1
description
for software quality management
Transcript of Six sigma ajal
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6/ 6 -and its application to software development
S.MUTHUKUMAR
AP – CSE ; UEC
AJAL. A. J
EPGP – IIM KOZHIKODE
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SPC
JITTEI
Kaizen
QualityAssurance
Problem-Solving tools
CustomerSatisfaction
Taguchi Methods
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COPQ (Cost of Poor Quality)
- Lost Opportunities
- The Hidden Factory
- More Setups- Expediting Costs- Lost Sales- Late Delivery- Lost Customer Loyalty- Excess Inventory- Long Cycle Times- Costly Engineering Changes
Hidden Costs:- Intangible- Difficult to Measure
Traditional Quality Costs:- Tangible- Easy to Measure
- Inspection- Warranty- Scrap- Rework- Rejects
What are the forms of waste?1. Waste of Correction
2. Waste of Overproduction3. Waste of processing4. Waste of conveyance (or transport)5. Waste of inventory6. Waste of motion7. Waste of waiting
Waste – absorb resources but creates no value. First step towards waste reduction is waste identification. Majority of six sigma projects focus on one or more of these areas.
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Six Sigma - Three Dimensions
ToolsOrganization
Methodology
Process variation
LSL USL
Upper/Lower specification
limits
Regression•••••••• •••• •••
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Driven by
customer
needs
Enabled by quality team.
Led by Senior Mgmt
Define Measure
Analyze Improve Control
VendorVendorProcess BProcess BProcess AProcess ACustomerCustomer VendorVendorProcess BProcess BProcess AProcess ACustomerCustomer
VendorVendorProcess BProcess BProcess AProcess ACustomerCustomer VendorVendorProcess BProcess BProcess AProcess ACustomerCustomer
Process Map Analysis
0
5
10
15
20
25
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L K A F B C G R D
0%
20%
40%
60%
80%
100%
Frequency Cumulative Frequency
Pareto Chart
On target, minimum process variation
A Problem Statement should be SMART:
Specific - It does not solve world hunger
Measurable - It has a way to measure success
Achievable - It is possible to be successful
Relevant - It has an impact that can be quantified
Timely - It is near term not off in the future
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Booming Software/IT IndustryBooming Software/IT Industry
FormalTechnicalReviews
Test Planning& Review
Measurement
Analysis&
Reporting
ProcessDefinition &Standards
Six Sigma is a disciplined, data-driven approach and a methodology for eliminating defects in any process -- from manufacturing to transactional and from product to service
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Software safety is a software quality assurance activity that focuses on the identification and assessment of potential hazards that may affect software negatively and cause an entire system to fail.
If hazards can be identified early in the software process, software design features can be specified that will either eliminate or control potential hazards.
datadata
otherotherdocumentsdocuments
codecodeTestTest
ProjectProjectPlanPlan
changes in changes in technical requirementstechnical requirements
changes in changes in business requirementsbusiness requirements
changes inchanges inuser requirementsuser requirements
software modelssoftware models
programsprograms documentsdocuments
datadataThe piecesThe pieces
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Levels of Software Process Maturity
Capability Maturity Model Integration (CMMI)
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Software generally has low product volume compared with manufactured productsBut what if we measure units, tests, objects,
screens, functions, etc? Software development process has very
high varianceDoes it need to? Is that necessarily bad?
Eight Wastes of Software Development
1. Partially Done Work 2. Extra Processes 3. Extra Features 4. Task Switching5. Waiting6. Motion7. Defects8. Underutilization of Employees
Note: Seven Wastes of SD defined by Mary Poppendieck
Time
Quality
Cost
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Six Sigma Improvement Methods
DMAIC vs. DMADV
Define
Measure
Analyze
Design
Validate
Improve
Control
Continuous Improvement Reengineering
Benchmark Baseline Contract / Charter Kano Model Voice of the Customer Quality Function Deployment Process Flow Map Project Management “Management by Fact”
7 Basic Tools Defect Metrics Data Collection, Forms, Plan, Logistics Sampling Techniques
Cause & Effect Diagrams Failure Models & Effect Analysis Decision & Risk Analysis Statistical Inference Control Charts Capability Reliability Analysis Root Cause Analysis Systems Thinking
Design of Experiments Modelling Tolerancing Robust Design Process Map
Statistical Controls Control Charts Time Series Methods Non Statistical Controls Procedure adherence Performance Mgmt Preventive activities Poke yoke
DefineWhat is wrong?Define
What is wrong?MeasureData & Process
capability
MeasureData & Process
capability
Analyze When and whereare the defects
Analyze When and whereare the defects
ImproveHow to get to six sigma
ImproveHow to get to six sigma
ControlDisplay
key measures
ControlDisplay
key measures
Tools for DMAIC
Ishikawa Diagram
(Fishbone)
Improve – Potential SolutionsHow can we address the root causes we identified?
Address the causes, not the symptoms.
y = f (xy = f (x11, x, x22, x, x33 . . . x . . . xnn))
Critical Xs
Decision
Evaluate
Clarify
Generate
Divergent | Divergent | ConvergentConvergent
Typical Ishikawa Diagram (Fishbone)
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NotesMake any notes here:
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Tip: First start with Outputs and Customers. Next set process boundaries and do the process map steps and then list inputs and suppliers
Start
End
Design and development
Coding
Testing
Analysing the requirements
Promotion
Maintenance and updating
SIPOCINPUTSSUPPLIERS PROCESS OUTPUTS CUSTOMERS
Critical to Client MetricCritical to Client MetricRegion : Product :Number of processes : Process : FTE :
1. Org 12. Org 23. Org 3
4. Org 4.
*Interviews with the clients,Mails and Supporting
docs by the client.•Requirement Specification.• The software
with forms and the requirement specification.
•The software, Requirement
specifications, supporting
documents and Technical
documents.•Software with content,Client
mails mentioning the competitors.
•Software/application,
content/functions to be updated,
re-Analysis reports.
Completed softwares
1. Org 52. Org 63. Org 7.
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Process Name:
Who
Step
Elapsed Time
Process Map
Analysing the requirements
1st week 2nd week 3rd week 4th week 5th week 6th week 7th week
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2 Design and development
3 Coding
4 Testing
5 Promotion
6 Maintenance and updating
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Moments of Truth (MOT):Any time a customer draws a critical judgement, positive or negative, about the service, based upon a service experience (or lack of it).Value-Added (VA):• Is the customer willing to pay for it?• Is it done right the first time?• Essential work that moves one step closer to the
final product.Value-Add Enabler: step that is required to do VA
Non-Value Add (NVA):Steps considered non-essential to produce and deliver the product or service to meet the customer’s requirements. The customer is NOT willing to pay for the step.
Process Map Analysis1 2 3 5 6 74
%TotalTotal
%Steps
Process Step
Discussing with the customer about the require-ments
Complete analysis
Specification building
Designing
Developing
Understanding the design(by programmer)
Writing the Codes (by technical writer)
Design Materials
ProductionProcess
(Outputs)
(Inputs)Products
“The Speed of the Leader
Determines the Rate of the Pack.”
Focus on customers. Improved customer loyalty. Reduced cycle time. Less waste. Data based decisions. Time management Sustained gains and improvements. Systematic problem solving. Employee motivation Data analysis before decision making. Faster to market. Team building. Improved customer relations. Assure strategy planning.
How Six Sigma can be Beneficial for How Six Sigma can be Beneficial for You?You?
Effective Supply chain managementKnowledge of Competition & Competitors.Develop Leadership skill.Breakdown barriers between departments
and functions.Management training.Improve presentation skills.Integration of products ,services and
distribution.Use of standard operating procedures.Better decision making.Improving Projects Planning kills.
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References1 Dedhia, N.S. (2005), “Six Sigma Basics”, Total Quality Management,
Vol.16, No.5, pp. 567-574
2 GE website http://www.ge.com (accessed on 20/Jan/2014)
3 Harry, M., and Crawford. D. (2005), “Six Sigma – The next generation”, Machine Design, February Issue, pp. 126-132
4 Lucas, J.M. (2002), “The essential Six-Sigma”, Quality Progress, January, pp. 27-31
5 Motorola website http://www.motorola.com (accessed on 20/Jan/2014)
6 Snee, R. D. and Hoerl, R.W. (2003), Leading Six Sigma: A Step by Step Guide Based on Experience at GE and Other Six Sigma Companies, Prentice-Hall, New Jersey
7 Thawani, S. (2004), “Six Sigma – Strategy for organizational excellence”, Total Quality Management, Vol.15 No.5-6, pp. 655-664
The Six Sigma ToolboxStandard DeviationCause & Effect
Ishikawa DiagramSIPOCPareto Diagram
80/20 RuleVariance Analysis
Control ChartProcess MappingKano ChartingFailure Mode Effect
Analysis
